The influence of the Business Inteligence of the Business Performance Management

  • Ljupco Davcev
  • Ana Ljubotenska


The possibilities for expansion and growth of businesses are increasing with the development of information technology. Adding the information technology in business sector functioning is bringing new concepts which are affecting the future of business and information technology as two inseparable sciences. Managing business performance is a critical requirement for maximizing business profitability. Business performance management is actually a set of integrated analytical processes which using technology is directed towards financial and operational activities in a company. Managing business performance influence the process of reducing costs, increasing revenues and strengthening the competitive advantages of companies, which can be implemented using the technologies of business intelligence. The paper is covering the key performance indicators and balanced scorecards, which provide a framework for organizing strategic objectives in four different fields, namely internal business processes, financial, customer and development. As performance measurement periods are becoming shorter, management simply must have the capability for rapid reaction. To do this requires monitoring and tracking capabilities that can generate complete and accurate information upon which they can directly react. This information provides the required business intelligence for proactively managing business performance.




H. Dresner, The Performance Managemnt Revolution (pp. 9-20). Hoboken, New Jersey: JOHN WILEY & SONS, INC. (2008).

Kenny, G. (2005). Strategic Planning and Performance Management. Elsevier.

A. Neely, Business Performance Measurement (pp. 280-304). Cambridge University Press. (2007).

Parmenter, D. (2007). Key performance indicators:developing,implementing and using winning KPI's. John Wiley and Sons.

Maisano, D. (2007). Management by measurement:Designing key indicators and performance measurement systems. Berlin: Springer.

(2005). In A.-W. Scheer, Corporate Performance Mangement (pp. 7-31). New York: Springer. (2005).

]P. Taticchi, Business Performance Measurement and Menagement (pp. 1-34). London: Springer. (2010).

Nils Rasmussen, P. S. (2002). FInancial Business Intelligence:Trends, Technology, Software Selection and Implementation. New York: John Wiley and Sons, Inc.

Agrawal, D. (2008). The Reality of Real-Time Business Intelligence. In usiness Intelligence for the Real-Time Enterprise (pp. 75-88). Springer.

Thomas H. Davenport, Jeanne G. Harris, (2007) The architecture of business intelligence, Harvard Business School Press

Bill Hostmann, Nigel Rayner, Ted Friedman, (October 2006) Gartner’s business intelligence and performance management framework, Gartner Inc.

Olson, D.L., Shi, Y.: Introduction to Business Data Mining. McGraw-Hill/Irwin, Englewood Cliffs (2007)

]Inmon, William H. Building the Data Warehouse. New York: John Wiley & Sons, Inc., 1996.

Herzner, H. (2011). PROJECT MANAGEMENT METRICS, KPIs AND DASHBOARDS. New York: John Wiley & Sons.

Kaplan, R. and D. Norton (1992). "The Balanced Scorecard – measures that drive performance." Harvard Business Review(January/Febraury): 9.

Libby, T., S. E. Salterio, and A. Webb. 2004. The balanced scorecard: The effects of assurance and process accountability on managerial judgment. The Accounting Review 79 (4): 1075-1094.

Ittner, C. D., and D. F. Larcker. 1998. Are nonfinancial measures leading indicators of financial performance? An analysis of customer satisfaction. Journal of Accounting Research 36 (supplement): 1-35.